000			03378cam a2200433 i 4500
001			9780429316357
003			FlBoTFG
005			20220724194335.0
006			m o d
007			cr cnu---unuuu
008			200309t20212021nyua ob 001 0 eng
040			_aOCoLC-P _beng _erda _cOCoLC-P
020			_a9780429316357 _qelectronic book
020			_a0429316356 _qelectronic book
020			_a9781000163094 _qelectronic book
020			_a1000163091 _qelectronic book
020			_z9780367280864 _qhardcover
035			_a(OCoLC)1145077281
035			_a(OCoLC-P)1145077281
050	0	4	_aHD58.7 _b.W46 2021
082	0	0	_a306.3 _223
100	1		_aWhite, David G., _cJr., _eauthor.
245	1	0	_aDisrupting corporate culture : _bhow cognitive science alters accepted beliefs about culture and culture change and its impact on leaders and change agents / _cDavid G. White, Jr.
264		1	_aNew York, NY : _bRoutledge, _c2021.
264		4	_c©2021
300			_a1 online resource (xxxii, 218 pages) : _billustrations
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
500			_a"A Productivity Press book."
520			_a"Research in cognitive science over the last 30 years shows much of what we know about culture in the business world is based on myth, wishful thinking, outdated science, or is just plain wrong. This is why culture shaping and change programs in organizations often amount to little more than sloganeering with minimal impact on the lived experience of employees. This book bridges the gap between the latest research on cognitive science and culture, providing a valuable guide for change leaders, CEOs, and practitioners on how to sustainably work with and change this important resource. It answers many of the major questions that have plagued culture work, such as: Why so many CEOs and management consultants preach culture change when so few culture interventions actually succeed, why CEOs persist in believing "culture starts at the top" when virtually no research in anthropology supports that claim Why most culture shaping approaches have no answer for how to effect culture in global companies, why so many culture-shaping projects focused on corporate values despite the fact modern science shows why changing personal values is exceedingly difficult What we are learning about culture from the last 30 years of cognitive science gives us the foundation for far more impactful and sustainable interventions than have been possible to date. This book explains why, showing how everyday business practices well beyond HR are key to culture change. Why? Because the brain's synaptic plasticity can only be altered through new, sustained and widespread organizational habits and routines. This groundbreaking, practical guide will show you finally how to realize the full power of culture as a transformational, empowering and competitive resource"-- _cProvided by publisher.
588			_aOCLC-licensed vendor bibliographic record.
650		0	_aCorporate culture.
650		0	_aOrganizational change.
650		0	_aCognitive science.
856	4	0	_3Read Online _uhttps://www.taylorfrancis.com/books/9780429316357
856	4	2	_3OCLC metadata license agreement _uhttp://www.oclc.org/content/dam/oclc/forms/terms/vbrl-201703.pdf
942			_2lcc _cEBK
999			_c16500 _d16500